The Division of Student Life fosters student success by creating and promoting inclusive educationally purposeful services and activities within and beyond the classroom. The departmental program review process empowers departments within the Division of Student Life to critically evaluate their work and their effect on the UI student experience through a lens of continuous improvement. As a unit of the Division of Student Life, University Counseling Service (UCS) engaged in a program review process in spring 2024. UCS completed a comprehensive self-study and hosted three external reviewers for a multi-day campus visit. The action plan is intended to be a living document based on the current campus environment. Action items and outcomes may change.

 

Recommendation: Articulate vision, mission, and scope

UCS leadership is encouraged to clearly articulate the vision, mission, and scope of practice in all aspects of service provision and then hold to these established boundaries to combat the many issues caused by staff being pulled in different directions. Rationale for division of roles should be articulated so staff are aware of top priority areas and how their time should be divided.

Year 2 critical tasks

  • Develop  scope of service documents for Outreach and Training.
  • UCS leadership communicates the strategic plan priority adjustments to the staff during the strategic plan meeting before the fall semester  begins, ensuring these changes effectively impact resource allocation.

Success measures and updates

  • Documented vision, mission, and scope of practice. (completed spring 2025)
  • Discussions at staff meetings and during 1:1 supervision. (completed spring 2025)
     

Recommendation: Review of group offerings

UCS leadership is encouraged to complete an in-depth review of their group offerings and adjust these offerings based on clinical need.

Year 2 critical tasks

  • Update report of group service (therapy and support groups) utilization, monitor national trends in group utilization, and compare to local utilization.

Success measures and updates

  • Group therapy offerings align closely with group demand. (completed spring 2025)
  • Documented policy. (completed spring 2025)
  • Policy clearly available on SharePoint. (completed spring 2025)
  • Policy discussed at staff meeting. (completed spring 2025)

  • Currently running groups meet the standards in Group Policy and Procedures. (completed spring 2025)

     

Recommendation: Clarify clinical contract

UCS leadership is encouraged to clearly convey to all clinical staff the intent and purpose of the clinical contract established at the outset of the academic year.

Year 2 critical tasks

  • Supervisors  annually review and emphasize the importance of internal contracts and the “time back” policy with their direct reports, while also periodically checking in on their experiences and challenges related to these policies.
  • Supervisors will evaluate the performance of all staff (new and existing) based on resource allocation commitments to measure their impact on direct service, utilization, and wait times. 

Success measures and updates

  • Meetings with current and new staff to clarify contract. (completed spring 2025)
  • Document clarifying university hiring agreement and UCS internal contract (resource allocation). (completed spring 2025)
     

Recommendation: Revise embedded program

The embedded program funding model needs to be completely revised and reimagined. Specifically, financial resources required to fund embedded positions should be added to UCS’ base budget rather than having host schools fund the positions or a cost-sharing contract should be developed.  

Year 2 critical tasks

  • UCS will collaborate with DSL leadership on an ongoing basis to advocate for a sustainable change in the funding model for the embedded programs.
  • Director of embedded programs will gather data related to other Big 10 embedded funding models to guide discussions.
  • A clear and actionable proposal is developed and approved for new funding model.

Success measures and updates

  • An initial framework is developed for the new funding model.
  • UCS and DSL leadership are in regular discussion about how to strategically reformat the budget.
  • Support from upper administration, deans of colleges, and program directors.
  • Big 10 Embedded Program funding data is provided and analyzed. (completed spring 2025)
  • A report of different funding models is generated & shared.
  • Feedback is gathered and shared with UCS & DSL leaders.
     

Recommendation: Create an embedded program philosophy

As more departments request embedded positions it will be critical for UCS to have a roadmap for a successful embedded philosophy. 

Year 2 critical tasks

  • UCS director and the director of embedded programs produces strategic plan that articulates the overarching mission, vision, values, etc. for embedded programs.
  • Communicate with functional supervisors and prospective stakeholders regarding the strategic plan for a successful embedded program.
  • Implement the Embedded Program Strategic Plan.

Success measures and updates

  • A strategic plan document to clarify the mission of the embedded program and specify best practices for adding new embedded programs.
  • An established plan with goals, metrics, and actionable outcomes.

  • Stakeholder commitment to the plan.

     

Recommendation: Market salary analysis

Senior leadership at the University of Iowa needs to complete a comprehensive and detailed market salary analysis and adjust all UCS clinician salaries upwards. Senior leadership is encouraged to examine fee processes closely and to help UCS advocate for sustainable fee increases. In fact, the Director of UCS is encouraged to advocate for a multi-year fee increase plan. In addition, every attempt should be made to improve UCS funding through the use of general university funds.

Year 2 critical tasks

  • Market study has been commissioned by the VP of DSL and is expected to be completed within the year.
  • Adjustment of staff's salaries.
  • Director will develop a multi-year mental health fee increase proposal with stakeholders and obtain approval from institutional senior leadership.
  • The UCS Director and DSL leaders will implement the first year of the multi-year fee plan.

Success measures and updates

  • Completed market study. (completed spring 2025)
  • Staff salaries increased appropriately. (completed spring 2025)
  • Improved staff retention and job satisfaction.
  • Documented multi-year fee increase plan. (completed spring 2025)
  • Approval from institutional senior leadership within the expected timeframe.
  • Positive reception from stakeholders.

 

Recommendation: Student mental health experts

Senior leadership should develop a plan to operationalize mental health as a strategic initiative and survey other Big 10 institutions to understand how their counseling centers are represented in decision-making. UCS should be included in all relevant committees and initiatives, recognizing UCS leadership and staff as the campus student mental health experts.

Year 2 critical tasks

  • The UCS Director will consult with DSL leadership to identify the planning groups, and UCS leaders will attend meetings with those groups to support the meaningful development and operationalization of the mental health Initiative within the University of Iowa Strategic Plan.
  • UCS will work with DSL leaders to create a Qualtrics Survey for Big10 Directors to learn about their representation on respective campus decision making committees.
  • UCS will maintain open lines of communication with all stakeholders to facilitate transparency and ongoing dialogue.
  • UCS  will establish the Crisis Care Coordinator position to oversee the development of a comprehensive crisis management plan, ensuring all staff are trained and prepared to effectively handle crisis situations.
  • UCS will robustly promote its services to the campus community.

Success measures and updates

  • UCS's increased level of involvement in the identified strategic initiatives and conversations. (ongoing)
  • The University of Iowa has an improved operationalized action plan.
  • Evidence of UCS input being considered and integrated into campus student mental health policies and initiatives. (ongoing)
  • Completion and analysis of survey responses.
  • Insights gained for representation in decision-making committees.
  • Clear data on how centers are represented at decision making tables across Big10.
  • UCS's increased level of involvement in the identified strategic initiatives and conversations. (ongoing)
  • High attendance rates at stakeholder meetings.
  • Increased number of collaborative projects with other departments.
  • Crisis Care Coordinator (CCC) is hired.
  • Existence of a comprehensive crisis management plan.
  • Effective handling of mental health emergencies.
  • Increased awareness of UCS services. (in progress spring 2025)